Must Be 1,400 Words In APA Format And Proper References

Must Be 1 400 Words In Apa Format And Proper References

Project Outline i. Brief description of the project · Make or Buy Analysis i. Discuss why the procurement portion of the selected project is going to be sourced out (or buy). ii. Discuss pros and cons of making (or keeping within the project team to do) versus sourcing out. iii. Include a financial and schedule deadline justification. · Contract Type Selection i. Discuss the pros and cons of at least 3 contract types for this project. ii. Identify the final contract type selected with a justification. · Include a brief description of the project. · Organizational Readiness for Quality Management · Discuss which quality systems the organization employs today. · Discuss the organization's readiness to incorporate in the selected project. · Include additional support that might be required to incorporate quality management (e.g., a knowledgeable quality champion). · Quality Systems Analysis · Discuss the pros and cons of at least 3 quality systems (e.g., ISO 9000, Six Sigma, plan-do-check-act or plan-do-study-act, capability maturity model integration [CMMI], organizational project management maturity model [OPM3], Malcolm Baldrige). · Identify which one or combination is most appropriate for this project, and discuss why.

Paper For Above instruction

Implementing effective project management strategies requires a comprehensive understanding of various components, including project description, procurement decisions, contract selection, organizational quality readiness, and quality management systems. This paper explores these critical aspects in the context of a hypothetical project to illustrate their application and importance.

Project Description

The proposed project involves developing a new enterprise resource planning (ERP) system tailored for a mid-sized manufacturing organization. The goal is to streamline operations, improve data accuracy, and enhance decision-making capabilities. The scope includes software development, hardware integration, user training, and ongoing support. As a complex undertaking, it involves multiple stakeholders, tight deadlines, and significant resource coordination.

Make or Buy Analysis

The procurement decision for this project focuses on sourcing out the software development portion. The core reasons include cost efficiency, access to specialized expertise, and faster implementation. Outsourcing the software development allows the organization to leverage external vendors' technical capabilities, reduce internal resource burden, and adhere to a strict schedule, all while potentially controlling costs.

However, the make-or-buy decision also involves weighing the disadvantages. Sourcing out can result in less control over the development process, potential communication issues, and dependency on external vendors' reliability. Maintaining in-house development might offer better integration with existing systems and more control but could increase costs and extend timelines.

Financially, outsourcing might provide cost savings due to vendor competitive pricing, particularly if the organization lacks internal capacity. Schedule-wise, external vendors often possess the necessary resources to meet aggressive deadlines, making outsourcing an attractive option for timely delivery.

Contract Type Selection

To formalize the outsourcing arrangement, the organization considers three contract types: Fixed-Price, Time and Materials (T&M), and Cost-Plus contracts.

  • Fixed-Price Contract: Offers price certainty but lacks flexibility. Pros include budget predictability; cons involve risks if scope changes or unforeseen issues arise. This contract is best suited for well-defined projects.
  • Time and Materials (T&M): Provides flexibility to accommodate scope changes. Pros are adaptability and ongoing vendor-provided resource. Cons include potential cost overruns and less cost control.
  • Cost-Plus Contract: The vendor is reimbursed for allowable costs plus a fee. Its advantage is incentivizing quality work; drawback includes less cost predictability and potential for inefficiency.

After evaluating these options, a Fixed-Price Contract is chosen due to the clearly defined scope, requiring minimal scope changes, and the organization's desire for budget certainty. This choice mitigates risks associated with scope creep and aligns with the project’s schedule and financial constraints.

Organizational Readiness for Quality Management

Currently, the organization employs ISO 9001 standards to oversee quality processes, focusing on documented procedures, process controls, and continuous improvement initiatives. The organization has a dedicated quality management department and trained personnel to implement quality standards.

For this project, the organization demonstrates readiness but requires reinforcement in certain areas. Specifically, the appointment of a qualified quality champion can support the integration of quality management practices into the project lifecycle effectively. Additional training on project-specific quality metrics and tools might be necessary to ensure adherence and continuous improvement throughout the project execution.

Quality Systems Analysis

Three prominent quality management systems considered include ISO 9001, Six Sigma, and the Plan-Do-Check-Act (PDCA) cycle.

  • ISO 9001: Focuses on establishing a quality management system centered on customer satisfaction and continuous improvement. Pros involve standardization, consistent quality, and traceability. Cons include bureaucratic implementation and potential rigidity.
  • Six Sigma: Emphasizes reducing defects and process variation through data-driven strategies. Pros include high process control and improved efficiency; cons involve significant training requirements and resource investment.
  • Plan-Do-Check-Act (PDCA): Offers a simple, iterative approach to process improvement. Pros are flexibility and simplicity; cons involve slower progress without strategic planning.

For this project, a combination of ISO 9001 and Six Sigma methods is most appropriate. ISO 9001 ensures that overall quality management processes are standardized and customer-focused, while Six Sigma provides tools for analyzing and reducing defects during development and implementation phases. The synergy of these two systems supports both strategic quality assurance and incremental process improvements.

In conclusion, effectively managing this project involves strategic procurement decisions, appropriate contract selections, and a strong organizational foundation for quality management. A combined approach leveraging ISO 9001 and Six Sigma enhances the likelihood of project success—delivering a high-quality ERP system within scope, time, and budget constraints.

References

  • Breyfogle, F. W., Waters, C. D., & Montgomerie, J. (2017). Implementing Six Sigma: Smarter Solutions Step by Step. John Wiley & Sons.
  • ISO. (2015). ISO 9001:2015 Quality Management Systems — Requirements. International Organization for Standardization.
  • Kerzner, H. (2018). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
  • PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
  • Schwalbe, K. (2018). Information Technology Project Management. Cengage Learning.
  • Juran, J. M., & Godfrey, A. B. (1999). Juran's Quality Handbook. McGraw-Hill.
  • Deming, W. E. (1986). Out of the Crisis. MIT Press.
  • Hahn, G. J., & Kuhn, R. (2012). The Six Sigma Deployment Memory Jogger. Goal/QPC.
  • ISO. (2008). ISO 9004:2008 Quality management – Guidelines for performance improvements. International Organization for Standardization.
  • Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: translating strategy into action. Harvard Business Press.

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